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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindfull, complex adaptive leadership
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Rescooped by Philippe Vallat from Thriving in the Project Age
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The High Cost and Risk of your Projects' Unknown Unknowns

First the BAD news

All of the major project disasters of the past 30 years were overseen or ‘governed’ by otherwise competent executives who did not know what to do or how to act as their project failed.


Via Claude Emond
Philippe Vallat's insight:
  • Project governance is about improving the business.
  • Project governance is about managing the business to realize the business outcomes, benefits and value.
  • The primary measures of success are the full delivery of the clearly specified and measurable desired business outcomes, benefits and value.
  • The key governance role is to protect and deliver the full business value of the project. To ensure that whatever the project is doing, it is not damaging or destroying the business value.
  • The business value is only realized when the solution is fully operational.


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Philippe Vallat's curator insight, May 21, 9:31 AM
  • Project governance is about improving the business.
  • Project governance is about managing the business to realize the business outcomes, benefits and value.
  • The primary measures of success are the full delivery of the clearly specified and measurable desired business outcomes, benefits and value.
  • The key governance role is to protect and deliver the full business value of the project. To ensure that whatever the project is doing, it is not damaging or destroying the business value.
  • The business value is only realized when the solution is fully operational.


Didier Lebouc's comment, May 22, 2:25 PM
I agree on the fact that uknown unknowns are the greatest risks in a project.
Didier Lebouc's comment, May 22, 2:26 PM
I totally disagree on the explanations driven by a clear separation between project (and its "governance") and business. This approach is too mechanical and not sufficiently holistic.
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Incertitude inconfortable: donnez-moi un chiffre!

Incertitude inconfortable: donnez-moi un chiffre! | Complex systems and projects | Scoop.it

Nous avons vu dans un précédent billet les limites des chiffres. Peut-on tout mesurer, doit-on tout mesurer ? Et que disent ou ne disent pas les chiffres ?

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Komplexe Projekte: Risiken – Nichtwissen – Überraschung: alles im Griff ? (1/3)

Komplexe Projekte: Risiken – Nichtwissen – Überraschung: alles im Griff ? (1/3) | Complex systems and projects | Scoop.it

Welche sind die besonderen Risikoquellen in komplexen Projekten und Systemen? Kann man sie identifizieren und rechtzeitig vorbeugen oder mindestens reduzieren? Ist das traditionelle Risikomanagement geeignet und ausreichend, um den Faktor „Unsicherheit“ zu bewältigen?

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Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems

“Our focus on removing or minimizing randomness has actually had the perverse effect of increasing fragility.”   How can we work through this  paradox in organizations?  Assistant Professor Adam Gr...
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Das Meiste, was wir zu wissen glauben, ist purer Glaube

Wissenschaftler lehren uns Atomstruktur, Urknall, antike Geschichte, Evolution, Wettermodelle, Geld- und Managementtheorien, etc. Alles ist reiner Glaube, der allenfalls von mehr oder weniger einleuchtenden Indizien gestützt wird.
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